The experts are very good at two things when comes to employee engagement: talking about it and and measuring it. What they can’t do is tell you how to make it happen in your company or organization. This is why the global level of employee engagement has hovered around 30 percent during the last several years and is not improving. My latest book, The Engagement Formula, contains a new leadership model that guarantees full (100%) employee engagement. If you’re interested in learning about it, here’s the link: http://rossreck.com/
Albert Einstein once said that insanity is doing the same thing over and over and expecting different results. Business have been managing their employees the same way for more than a half century and the level of employee engagement is still only 23 to 31 percent. Clearly, change is needed before the level of employee engagement can significantly improve. The Engagement Formula, which I recently discovered, is the key to making the necessary change happen. This formula contains three simple steps that guarantee full (100 percent) employee engagement. Think of what it would mean to the success of any business if all its employees were working at their full potential. If you’re interesting in learning more, here’s the link: http://rossreck.com/
BlessingWhite, in their 2011 Employee Engagement Report,listed a finding that was particularly intriguing: engaged employees plan to stay at their current organizations because of what they can give. Disengaged employees, on the other hand, stay because of what they can get. This says very clearly that employee engagement is not just about money. It’s more about being able to make a valued contribution to something that matters.
Recent studies by major HR consulting firms have shown that the level of employee engagement is somewhere around 30 percent and it hasn’t improved in recent years. The reason that is hasn’t improved is that the overwhelming majority of businesses insist on using a management model that actually prevents employees from becoming engaged with their work. It’s often referred to a Management by the Numbers or Management by Command and Control. As Douglas McGregor, author of The Human Side of Enterprise, put it more than a half-century ago, the implicit logic to this method is “…that in order to get people to direct their efforts toward organizational objectives, management must tell them what to do, judge how well they have done, and reward or punish them accordingly.” The problem with this method is that it turns employees off–they strongly resent being told what to do, how to do it and then being judged by how well they did it by a boss or manager. When employees are turned off, they cannot become engaged with their work. This is why Management by the Numbers prevents people from becoming engaged.
As Einstein once said, “Insanity is doing the same thing over and over and expecting different results.” Continuing to use a management model that turns employees off is not going to improve the level of employee engagement. As McGregor put it, “The real need is for new theory, changed assumptions, (and) more understanding of the nature of human behavior in organizational settings.”
My new book, The Engagement Formula, presents a leadership model that incorporates new theory, changed assumptions and more understanding of the nature of human behavior in organizational settings. The model consists of three simple steps that guarantee full (100 percent) employee engagement. http://rossreck.com/
It seems like every time the business media features a company with high level of employee engagement, it refers to the company’s methodology for dealing with its employees as being new and innovative. In reality, all companies with a high level of employee engagement do the same basic things: They hire qualified people who mesh tightly with the company’s culture, they pay them well, treat them well and then get out of their way and let them do their job. In return for this special treatment, employees keep their company ahead of the curve when it comes to innovation and they see to it that the company’s customers are never disappointed. This results in higher levels of repeat and referral business which translates into significant increases in market share. This is pretty simple stuff when you think about it; not rocket science.
My new book, The Engagement Formula, provides a common sense blueprint that guarantees full employee engagement. If a business organization follows this blueprint, 100 percent of its employee will become engaged with their work–all working at their full potential. Think of what this could mean to the success of any business–profit or non-profit. For more information, please click on the following link: http://rossreck.com/
Many business leaders today want to have it both ways: On one hand they want loyal hard working employees who are willing to do whatever it takes to make the business successful and, on the other hand, they want to pay them the least amount possible. The problem with this is that paying low wages creates distractions for employees which means they cannot give their full attention and effort to performing their jobs. For example, if employees aren’t making enough money to support themselves, they will worry and fret over how they’re going to make ends meet which means they can’t give their full attention to performing their job. This is why companies with a high level of employee engagement such as SAS, JetBlue, Google, NetApp and Southwest Airlines make it a point to provide their employees with compensation that is at or above their industry average and a benefit package that’s fairly generous. They want to minimize these distractions so employees can focus on performing their jobs. As stated on the SAS web site, “They (employees) should be freed from many of the distractions of day-to-day life, so they can focus on doing their best work.” Similarly, Eric Schmidt, Executive Vice Chairman of Google had this to say when discussing Google’s philosophy regarding employee benefits. “The goal is to strip away everything that gets in our employees’ way (of doing their best work).”
My new book, The Engagement Formula, details the role that equitable pay plays in achieving full employee engagement. For more information, please click on the following link: http://rossreck.com/
In 1960, Douglas McGregor concluded that a new methodology for dealing with people at work that was based on new thinking was necessary if businesses were going to succeed in tapping into the unutilized potential of their employees. He knew the effect he wanted to achieve; he called it the Principle of Integration (today we call it employee engagement)—creating a set of conditions where employees can actually achieve their own goals best by directing their efforts to the success of the organization. In other words, the harder people work for the success of the business, the more satisfaction they experience regarding their personal needs. This makes coming to work and working hard a “win-win” situation. The problem, however, is that McGregor couldn’t figure out a methodology to make this happen. This is where The Engagement Formula comes in.